Dmitrii Popov

Magna Exteriors Hermosillo (Mexico) Over 12 direct and 450 indirect subordinates, over USD $ 100 MIO of turnover • Changed organizational structure to new production pattern of core customer. • Implemented Kaizen and Lean manufacturing culture (Kaizen, DOE, VAVE, VSM, 6 sigma). • Increased OEE in injection and compression area. • Run business development and quoted products for EV´s customers. • Launched 2 projects for Ford.

Magna Exteriors Kaluga (Russia) Over 12 direct and 400 indirect subordinates, over USD $ 100 MIO of turnover • Launched 24 projects, expended the team from 150 to 450 employees ensured 120% of plant’s workload providing the local customers, Volkswagen, Peugeot/Citroen, Renault/Nissan and Mitsubishi with just-in-sequence delivery of assembled auto components. • Received best supplier of Volkswagen award in 2013 for uninterrupted supply and lowest PPM figures within 2011-2013.

Over 5 direct and 40indirect subordinates, over USD $ 50 MIO of turnover • Signed agreements with Peugeot, Renault and Volkswagen, grounding an investment of the green plant in Kaluga for HQ. • Launched Greenfiled project for paint plastic production full cycle (injection-paint-assembly). • Managed USD $ 60 MIO of investment budget. Improved supply chain management with 80 international suppliers. • Accelerated operational capacity of semi-finished inventory

Bogdan Motors, Cherkassy (Ukraine) Over 400 direct and 2500 indirect subordinates, USD $ 1 BLN of turnover • Managed the construction with USD $ 400 MIO budget. Launched the plant, incorporated contemporary practices of lean management in plant’s operation and brought it manufacturing capacity up to 120000 cars a year. • Built manufacturing partnership with Hyundai, Chrysler and Chery. Secured workload for 3 years, USD $ 400 MIO p.a. • Signed an outsourcing agreement with PPG on painting bodies

Over 200 direct and 4000 indirect subordinates, USD $ 50 MIO of turnover • Took part in negotiations with the Russian Ministry of Defence and signed the contract for a partnership for 3 years. • Increased efficiency of Financial Department implementing IFRS and ensuring compliance with deadlines and budgeting. • Started an engine assembly shop. Increased profitability in 100 KUSD p.a. Agreed on supply with Siemens and LeRoy.

Over 70 direct and 1100 indirect subordinates, USD $ 20 MIO of turnover • Carried revaluation of assets. Sold inoperative objects on USD $ 3 MIO optimizing the production area from 20 to 10 ha. • Led an investment projects to modernize and expend manufacturing of 3 workshops. Increased plan’s capacity in 200%. • Negotiated with foreign partners and signed supply agreements with ABB, Siemence, FinPower, etc.

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